Lean effort leads to improved enforcement process

Jerry Buendel,
Weights and Measures Program

More efficient processes that speed turnaround, save staff time and improve customer service are some of the goals of a Lean effort underway in the Plant Protection Division’s Weights and Measures Program.

Lean project team member, Tahis McQueen,
conducts a fuel inspection. 

Weights and Measures regulates devices such as scales and meters, as well as oversees the sale of motor fuel. The program protects consumers and ensures that businesses are competing fairly. Their work assures accurate measurements and charges for consumer goods like produce, deli meat and gasoline, and industrial products such as hay, chemicals and gravel.

Improved process = results

After working through the stages of a formal Lean effort, the program’s new process will more clearly and efficiently resolve enforcement actions for both the customer and the agency. The improvements will:

• Remove a long and confusing series of steps in the process.
• Create clear options for customers to complete and exit the enforcement process.
• Create documents to help customers better understand how to navigate the process, get in compliance and avoid a monetary penalty. 
• Make timely decisions to conduct a re-inspection or proceed with a civil infraction. 

One of the more significant changes will save at least 14 days by eliminating the practice of sending a second Notice of Correction to customers that did not respond to the first notice.

The changes will encourage customers to get into compliance rather than incur monetary penalties and engage in costly hearings. Customers will get better education, as will registered service agents who are responsible for device repairs and reporting.

AmyJo Shriner, Lean process facilitator said of this Lean team, “They did amazing work in a very short period of time and we’re expecting great results.”

The Lean journey

Weights and Measures Program staff spent three days in March defining their problems, mapping the existing process, developing measures to analyze, and recommending how to fix three of the 10 major problems they identified.

After some data gathering and research, the team met in May to create an improved and ideal state of the existing process. The program began testing with partial implementation of the changes on July 1.

Art Fluharty, Weights and Measures inspector, checks scales at Sea-Tac Airport. 

During the current phase, they will gather data and make additional changes, aiming for full implementation on Sept. 1. The team will monitor performance for another 90 days and make adjustments to the process and their web-based inspection system.

The project team made huge leaps in very short time. They devoted five full days in meetings and about one day on individual assignments. We expect that this time carved out of our busy schedules will result in better service to customers and big savings for the program and our dedicated staff.

The project team members are Jay Draper, Autumn Dryden, Timothy Elliot, Frank Fox, Luann Graydon, Tahis McQueen, and Shane Snyder. The team also consulted with Henri Gonzalez and Elizabeth McNagny from the Administrative Regulations office. Amy-Jo was our Lean facilitator and I served as the project sponsor.

In summary: The Weights and Measures Program embarked on a Lean effort that is resulting in a more efficient enforcement process expected to speed turnaround, save staff time and improve customer service.